Great Lakes Christian College 
The information on this page was last updated 3/29/2023. If you see errors or omissions, please email: [email protected]
Summary
Great Lakes Christian College, an institution of higher education affiliated with Christian churches/churches of christ, seeks to glorify God by preparing students to be servant-leaders in the church and world. To provide bible-oriented systematic training, resulting in a two or four year degree.
Contact information
Mailing address:
Great Lakes Christian College
6211 W Willow Hwy
Lansing, MI 48917
Website: glcc.edu
Phone: (517) 321-0242
Email: [email protected]
Organization details
EIN: 386080947
CEO/President: Dr Frank Weller
Chairman: Dr Frank Weller
Board size: 17
Founder: Ralph R. Woodard
Ruling year: 1972
Tax deductible: Yes
Fiscal year end: 06/30
Member of ECFA: Yes
Member of ECFA since: 2001
Purpose
Great Lakes Christian College, an institution of higher education affiliated with Christian Churches/Churches of Christ, seeks to glorify God by preparing students to be servant-leaders in the church and world.
Mission statement
Preparing students to be servant-leaders in the church and world.
Statement of faith
Donor confidence score
Transparency grade
A
To understand our transparency grade, click here.
Financial efficiency ratings
Sector: Colleges/Universities
| Category | Rating | Overall rank | Sector rank |
| Overall efficiency rating | | 414 of 1097 | 46 of 130 |
| Fund acquisition rating | | 311 of 1099 | 34 of 130 |
| Resource allocation rating | | 1008 of 1099 | 120 of 130 |
| Asset utilization rating | | 124 of 1097 | 13 of 130 |
Financial ratios
| Funding ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Return on fundraising efforts Return on fundraising efforts = Fundraising expense / Total contributions | 9% | 7% | 7% | 11% | 13% | 10% |
Fundraising cost ratio Fundraising cost ratio = Fundraising expense / Total revenue | 2% | 5% | 4% | 6% | 6% | 5% |
Contributions reliance Contributions reliance = Total contributions / Total revenue | 22% | 66% | 60% | 52% | 45% | 51% |
Fundraising expense ratio Fundraising expense ratio = Fundraising expense / Total expenses | 2% | 4% | 4% | 5% | 5% | 5% |
Other revenue reliance Other revenue reliance = Total other revenue / Total revenue | 78% | 34% | 40% | 48% | 55% | 49% |
| Operating ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Program expense ratio Program expense ratio = Program services / Total expenses | 84% | 72% | 69% | 69% | 69% | 73% |
Spending ratio Spending ratio = Total expenses / Total revenue | 94% | 107% | 103% | 120% | 119% | 98% |
Program output ratio Program output ratio = Program services / Total revenue | 77% | 77% | 70% | 83% | 82% | 71% |
Savings ratio Savings ratio = Surplus (deficit) / Total revenue | 6% | -7% | -3% | -20% | -19% | 2% |
Reserve accumulation rate Reserve accumulation rate = Surplus (deficit) / Net assets | 6% | -19% | -4% | -27% | -22% | 3% |
General and admin ratio General and admin ratio = Management and general expense / Total expenses | 13% | 24% | 27% | 26% | 26% | 22% |
| Investing ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Total asset turnover Total asset turnover = Total expenses / Total assets | 0.51 | 1.37 | 0.99 | 0.94 | 0.96 | 0.83 |
Degree of long-term investment Degree of long-term investment = Total assets / Total current assets | 2.66 | 1.82 | 1.78 | 1.93 | 1.98 | 2.03 |
Current asset turnover Current asset turnover = Total expenses / Total current assets | 1.39 | 2.48 | 1.76 | 1.83 | 1.91 | 1.69 |
| Liquidity ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Current ratio Current ratio = Total current assets / Total current liabilities | 8.60 | 4.19 | 5.08 | 4.50 | 4.43 | 4.79 |
Current liabilities ratio Current liabilities ratio = Total current liabilities / Total current assets | 0.12 | 0.24 | 0.20 | 0.22 | 0.23 | 0.21 |
Liquid reserve level Liquid reserve level = (Total current assets - Total current liabilities) / (Total expenses / 12) | 7.33 | 3.68 | 5.49 | 5.11 | 4.87 | 5.62 |
| Solvency ratios | Sector median | 2022 | 2021 | 2020 | 2019 | 2018 |
Liabilities ratio Liabilities ratio = Total liabilities / Total assets | 25% | 50% | 43% | 41% | 29% | 19% |
Debt ratio Debt ratio = Debt / Total assets | 13% | 35% | 29% | 27% | 15% | 6% |
Reserve coverage ratio Reserve coverage ratio = Net assets / Total expenses | 151% | 36% | 58% | 62% | 74% | 97% |
Financials
| Balance sheet | |||||
| Assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Cash | $1,465,583 | $1,688,722 | $1,523,021 | $1,582,685 | $1,682,057 |
| Receivables, inventories, prepaids | $148,091 | $177,373 | $206,470 | $193,173 | $181,538 |
| Short-term investments | $0 | $0 | $0 | $0 | $0 |
| Other current assets | $0 | $0 | $0 | $0 | $0 |
| Total current assets | $1,613,674 | $1,866,095 | $1,729,491 | $1,775,858 | $1,863,595 |
| Long-term investments | $0 | $0 | $0 | $0 | $0 |
| Fixed assets | $592,699 | $613,408 | $647,569 | $663,261 | $716,636 |
| Other long-term assets | $729,200 | $846,800 | $964,400 | $1,082,000 | $1,199,600 |
| Total long-term assets | $1,321,899 | $1,460,208 | $1,611,969 | $1,745,261 | $1,916,236 |
| Total assets | $2,935,573 | $3,326,303 | $3,341,460 | $3,521,119 | $3,779,831 |
| Liabilities | 2022 | 2021 | 2020 | 2019 | 2018 |
| Payables and accrued expenses | $64,892 | $37,352 | $44,496 | $51,171 | $29,357 |
| Other current liabilities | $320,000 | $330,000 | $340,000 | $350,000 | $360,000 |
| Total current liabilities | $384,892 | $367,352 | $384,496 | $401,171 | $389,357 |
| Debt | $1,019,624 | $980,228 | $885,719 | $512,840 | $219,560 |
| Due to (from) affiliates | $0 | $0 | $0 | $0 | $0 |
| Other long-term liabilities | $68,071 | $67,149 | $103,597 | $94,036 | $120,926 |
| Total long-term liabilities | $1,087,695 | $1,047,377 | $989,316 | $606,876 | $340,486 |
| Total liabilities | $1,472,587 | $1,414,729 | $1,373,812 | $1,008,047 | $729,843 |
| Net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Without donor restrictions | ($209,427) | $226,370 | $415,721 | $943,622 | $1,481,507 |
| With donor restrictions | $1,672,413 | $1,685,204 | $1,551,927 | $1,569,450 | $1,568,481 |
| Net assets | $1,462,986 | $1,911,574 | $1,967,648 | $2,513,072 | $3,049,988 |
| Revenues and expenses | |||||
| Revenue | 2022 | 2021 | 2020 | 2019 | 2018 |
| Total contributions | $2,458,756 | $1,912,920 | $1,376,715 | $1,289,492 | $1,655,821 |
| Program service revenue | $1,209,721 | $1,221,912 | $1,147,214 | $1,430,558 | $1,440,545 |
| Membership dues | $0 | $0 | $0 | $0 | $0 |
| Investment income | $57,633 | $48,215 | $97,361 | $73,892 | $70,658 |
| Other revenue | $12,980 | $10,000 | $10,000 | $50,752 | $63,530 |
| Total other revenue | $1,280,334 | $1,280,127 | $1,254,575 | $1,555,202 | $1,574,733 |
| Total revenue | $3,739,090 | $3,193,047 | $2,631,290 | $2,844,694 | $3,230,554 |
| Expenses | 2022 | 2021 | 2020 | 2019 | 2018 |
| Program services | $2,873,900 | $2,244,743 | $2,186,149 | $2,344,448 | $2,309,030 |
| Management and general | $959,378 | $896,232 | $814,437 | $878,956 | $680,440 |
| Fundraising | $176,615 | $135,608 | $155,869 | $163,065 | $160,560 |
| Total expenses | $4,009,893 | $3,276,583 | $3,156,455 | $3,386,469 | $3,150,030 |
| Change in net assets | 2022 | 2021 | 2020 | 2019 | 2018 |
| Surplus (deficit) | ($270,803) | ($83,536) | ($525,165) | ($541,775) | $80,524 |
| Other changes in net assets | $0 | $0 | $0 | $0 | $0 |
| Total change in net assets | ($270,803) | ($83,536) | ($525,165) | ($541,775) | $80,524 |
Compensation
| Name | Title | Compensation |
| Lawrence L Carter | President | $104,325 |
| Timothy Wynsma | VP Finance/Operations (ended 4/22) | $62,815 |
Compensation data as of: 6/30/2022
Response from ministry
No response has been provided by this ministry.
The information below was provided to MinistryWatch by the ministry itself. It was last updated 3/29/2023. To update the information below, please email: [email protected]
History
Over a generation ago, men of God were deeply concerned with the lack of vitality and the shrinking numbers of Christian Churches/Churches of Christ in Michigan. Their concern led to plans for founding Great Lakes Bible College, which came into being in 1949 at Rock Lake, near Vestaburg, Michigan. Twelve students were enrolled during the first year, and their classes convened in the log cabin of Ralph R. Woodard, who was to become the first President of the College.
In 1951, the young College purchased a nearby eighty-acre farm, which was converted into the first campus. Recognizing the advantages of an urban location, the Trustees decided to move the campus to the capital city, Lansing, in 1958. The College occupied the Dodge Mansion for fourteen years. In 1970, the College purchased a forty-acre site on the west edge of Lansing, and the first buildings were constructed for use in 1972. Additional land was added later, and facilities have been constructed as needed. In 1992, the College's name was changed to Great Lakes Christian College.
In 2002 accreditation was granted by The Higher Learning Commission and GLCC became a member of the North Central Association. Reaffirmation took place in 2007. The Doty Center, a multi-purpose gymnasium and event center, was built at the heart of the campus and was completed in 2008. The first phase of the Knowles Learning Center - Office Suites is also completed.